eekly_Course_Quality_Management_Wrap_Up_PPT

INSTITUTIONAL CHANGE MANAGEMENT
AND QUALITY CONTROL
Week 9 – Institutional Alignment
Day 2 – Quality Management Wrap-up

WHAT WE WILL LEARN TODAY
• TQM Definitions
• TQM History
• TQM Principles
• TQM Theories
• Quality Assurance and Control
• TQM Principles Critical Success Factors (CSF)
• Elements of TQM

QUALITY
• Quality is a complicated term
• Dictionary definitions are inadequate for
quality professionals to understand the
concept
• Quality experts define quality differently
based on their perspectives (Customer’s,
Specification-based, etc.)
• The modern definition of quality comes from
Joseph M. Juran: Quality of something is it’s
"fitness for intended use“
• Or as Deming phrase it: Quality is
“meeting or exceeding customer
expectations“
• An advanced quality process is Six Sigma,
which implements a set of tools for process
improvement
• Six Sigma gives many definitions, based on
the context, such as:
‘conformance to requirements’
‘meeting-the-customers’ specifications’
• Finally, we define quality as:
“Product uniformity around a target value(s)”
• The target and value change based on the
context (larger-is-better, smaller-is-better)
• The objective must always be to have a
relentless attention to making as little
variation around the target as
competitively possible
Important because it is the essential principle for Continuous Improvement

QUALITY MANAGEMENT
• Definition:
“The practice of providing existing
and potential customers with
support to enhance their
satisfaction with products”
• Quality is managed using Juran’s
“Quality Trilogy”:
• Quality Planning (Quality by Design)
• Quality Control (Process & Regulatory)
• Quality Improvement (Lean Six Sigma)
• Quality standards focus on the
systems used to manage it
• Quality Management System (QMS):
“a collection of business processes
focused on consistently meeting
customer requirements and enhancing
their satisfaction”
• The QMS must be aligned with an
organization's purpose and strategic
direction
• It is expressed by the organizational
resources needed to implement and
maintain it
• Most famous Quality Standards are the
ISO family of standards

QUALITY
TQM DEFINITION
• Total quality management (TQM) is a term that originated in the 1950s
and is used mainly in Japan. Other names for it may include:
• Company-wide quality management system
• Enterprise quality management system
• Integrated quality management system
• ‘TOTAL’ means the entire organization is involved in quality management (all
teams, departments and functions)
• Juran defined TQM under the name Enterprise Excellence Management
System (EEMS), which embodies organizational beliefs and habits set forth
in policies and processes to develop a culture capable of designing and
delivering products and services that will exceed customer, regulatory,
business and societal needs

TQM HISTORY
EARLY HISTORY
• 13th-century medieval Europe, craftsmen’s guilds developed product
quality standards, and compliant goods got marked with a special
symbol by inspection committees
• Mid-1700s to early 19th century industrial revolution, traditional
craftsmen found employment as factory workers, quality was
measured through audits and inspections, and defective end goods
either scrapped or reworked
• 1920s pioneer Walter A. Shewhart (father of statistical quality control)
introduced statistical sampling techniques into quality control
methodology, thus starting the development of Quality Management
Systems as we now think of them

• 1920s –the first seeds of quality management
were planted as the principles of scientific
management swept through U.S. industry
• 1930s – Walter Shewhart developed the
methods for statistical analysis and control of
quality
• 1950s - W. Edwards Deming taught methods to
Japanese engineers and executives who
suggested TQM. Then Joseph M. Juran taught
the concepts of controlling quality (a managerial
breakthrough) followed by Armand V.
Feigenbaum’s book “Total Quality Control”. After
that came Philip B. Crosby’s promotion of “Zero
Defects” that paved the way for quality
improvement in many companies
• 1968 – The Japanese named their approach
“Companywide Quality Control (CQC)“, in parallel
with the rising of Quality Management Systems
(QMS), which is based on Kaoru Ishikawa’s
“Quality Circles”
• Today - TQM is the name given to the broad and
systemic approach of managing organizational
quality. This is adopted by Quality Standards
such as ISO and BSI and Quality Award
Programs such as the Deming Prize and the
Malcolm Baldrige National Quality Award
(although many articles avoid the use of TQM is
the term to describe an organization's quality
policy and procedure in favor of using specific
international standards)

eekly_Course_Quality_Management_Wrap_Up_PPT

TQM THEORIES
JURAN’S THEORY
Dr. Juran’s quality management approach is based on three key principles:
1. The Pareto Principle (also known as the 80/20 rule): When dealing with quality, this
means identifying the small percentage of root causes in manufacturing or service
processes that account for the largest effect in terms of defects or cost
2. The Management Theory: We need to change our thinking to move away from only
focusing on the quality of the end product, to a wider examination of the human
dimension of quality management (training for managers, resistance to change) in
order to expand quality management principles beyond factory floor and apply
them to service-related processes
3. The Juran Trilogy: Which includes three processes (elements):
• Quality Planning: the design stage
• Quality Control: the ongoing inspections to ensure that processes are in control
• Quality Improvement: the proactive refinement of processes to ensure improvement

TQM THEORIES
DEMING’S 14 POINTS
1. Create constancy of purpose for
improving products and services
2. Adopt the new philosophy
3. Cease dependence on inspection to
achieve quality
4. End the practice of awarding business on
price alone and move to minimizing total
cost by working with a single supplier
5. Improve constantly and forever every
process for planning, production and
service
6. Institute training on the job
7. Adopt and institute leadership
8. Drive out fear
9. Break down barriers between staff areas
10. Eliminate slogans, exhortations and targets
for the workforce
11. Eliminate numerical quotas for the
workforce and numerical goals for
management
12. Remove barriers that rob people of pride of
workmanship and eliminate the annual
rating or merit system
13. Institute a vigorous program of education
and self-improvement for everyone
14. Put everybody in the company to work on
accomplishing the transformation

QA & QC
• Quality Control focuses on the
identification and correction of defects
in finished products or services
• Its activities include:
• Inspections
• Testing
• Measurements
• Its purpose is to ensure that the
product or service meets specific
quality standards
• QC is reactive and occurs at the end
of the production process
• Quality Assurance is a proactive process that aims
to prevent defects from occurring in the first place
• It has three elements:
• Establishing procedures
• Implementing processes
• Building systems
• Its purpose is to ensure that products or services
are designed, developed, and produced
consistently and reliably
• QA activities include
• Planning
• Defining quality objectives
• Implementing quality control measures
• Conducting audits
• Continuously improving processes to enhance overall
quality
Quality Control (QC) and Quality Assurance (QA) are two
distinct but complementary aspects of Quality
Management

QA & QC
CONTROL VS. ASSURANCE
• Evaluates performance
• Compares performance to goals
• Acts on the difference
• Primary purpose to maintain control
• Performance is evaluated during
operations, and performance is
compared to goals during operations
• Resulting information is received and
used by the operating forces
• Evaluates performance
• Compares performance to goals
• Acts on the difference
• Main purpose is to verify that control is
being maintained
• Performance is evaluated after
operations
• Resulting information is provided to both
the operating forces and others who
have a need to know (such as plant,
functional, or senior management;
corporate staffs; regulatory bodies;
customers; and the general public)
Quality Control Quality Assurance

QA & QC
TYPES OF QA: FUNCTIONAL QA
• Ensuring the product or service functions
as intended, meeting specified
requirements and functional expectations
• Functions group multiple assets (or
features) that work together (or are used
together) to achieve a specific target (or
give a specific outcome)
• QA for functions means planning the
procedures that guarantee quality
outcomes and improving the underlying
processes to enhance the quality of the
outcomes
• The institution includes functions with
specific scope and expected outcomes
based on the purpose for which it was
created
• Government Institutions adopt various
tools to understand citizens’ abilities to use
their services and adopt proper structures
to ensure quality of service
• Feedback loops are embedded in the
government system to enhance the
developed services and improve the
citizen’s quality of life
What it means … In Institutional Context …

QA & QC
TYPES OF QA: SOFTWARE QA
• Software is developed using the
Software Development Lifecycle
(SDLC), which implements QA as
processes and activities to ensure
the quality of the software
• The SDLC activities are: Planning,
Design, Implementation, Testing,
Deployment and Maintenance
• Software is used in different
parts of the institution
management system to
support both service and
administration activities
• Software QA implements
specific methods based on:
• The SDLC management method
• The SDLC activity
• The purpose of the software

QA & QC
TYPES OF QA: SUPPLIER QA
• Business organizations need to
keep evaluating and monitoring
the quality of materials and
components supplied by external
vendors to maintain consistent
product quality
• QA is implemented for supplied
material across functions such as
Procurement, Inventory, Finance
and Business Relationships
• Institutions of various types define
different types of external parties:
• Legislation partners
• Financing partners
• Improvement partners
• Service partners
• Logistic partners
• For each party, QA must implement the
proper tools to plan and manage the
relationship in a way that guarantee
quality of service

QA & QC
TYPES OF QA: PROCESS QA
• As processes connect various
business function procedures,
they need optimization and
monitoring to ensure efficiency
and adherence to standards
• QA implements proper planning
and ensure the necessary control
to ensure process effectiveness,
efficiency and sufficiency
• Management of institutions
requires different types of
processes that support:
• The institution vital functions
• Delivery of services
• Management of services
• External partnerships
• QA implements the behind-the-
scenes processes to support the
other institution processes

QA & QC
TYPES OF QA: REGULATORY COMPLIANCE QA
• Regulations are supplied from
legislation partners to support
business organizations maintain
sustainability and seek growth
• QA helps the organization in:
• Adherence to industry-specific
regulations, standards, and legal
requirements
• Avoiding legal issues
• Ensuring ethical practices
• Legislation partners for any
institution include governments
of state, and specific federations
• QA is implemented in line with
the institutional objectives of
these entities including:
• Cultural objectives
• Economical objectives
• Organizational objectives

QA & QC
TYPES OF QA: PRODUCT QA
• The final product resulting from
running the business, and how it is
delivered to the customer, is the
corner stone for justifying both QA
and QC, and the connecting point
between them
• QA ensures the final product
meets defined quality standards
and customer expectations, while
QC records the evidence
• Every institution defines a final
product based on the purpose it
was created for, and a key customer
to measure the product quality by
comparing delivered value to the
value recognized by the customer
• QA plans and implements the tools
for assessing product value and the
analysis methods to judge the
customer satisfaction with it

QA & QC
DEFINING QUALITY CONTROL
• Quality Control is a universal managerial
process for conducting operations so as to
provide stability—to prevent adverse change
and to “maintain the status quo”
• To maintain stability, the quality control process
evaluates actual performance, compares actual
performance to goals, and takes action on the
difference
• As we can see in the drawing, when we apply
Juran’s Trilogy we get two “zones of control”:
• The first (before improvement) is in control at an
unacceptable level of waste
• The second (after applying what is necessary for
improvement) is a new level of performance that
has been achieved
• Once the “new zone of quality control” is
achieved, it is important to establish new
controls at this level to prevent the
performance level from deteriorating to the
previous level or even worse

QA & QC
DEFINING QUALITY CONTROL
Quality Control Process is a linear process that we
run multiple times until controls are fully effective
and operations are in conformance. The process
steps are:
1. Choose Control Subject: we select the
operational aspect we will focus on
2. Establish Measurement: we establish
quantified measures of how good operation is
going
3. Establish Standards of Performance: we
decide with stakeholders on the acceptable
Standard Performance Range
4. Measure Actual Performance: using the
established measures, operational performance
is measured over time
5. Interpret Actual vs. Standard: we analyze to
decide if deviation has occurred
6. Take Action on Difference: we implement
corrective actions and apply preventive
measures

QA & QC
QC: THE PYRAMID OF CONTROL
• In 1964, Juran did a study on a small
company of 350 people to identify the
number of Quality Control Subjects,
the result exceeded 1B subjects
• Since no managerial body can control
such huge numbers of subjects, Juran
suggested dividing the work of control
(using a plan of delegation) to three
areas of responsibility:
1. Control by nonhuman means
2. Control by the work force
3. Control by the managerial hierarchy
1
2
3

QA & QC
• At the base of the pyramid are the automated
feedback loops and error-proofed processes which
operate with no human intervention other than
maintenance of facilities
• These nonhuman methods provide control over the
great majority of things, that are exclusively
technological, and control takes place on a real-time
basis
• Using the growth mechanism from DNA to a full
human being, Juran identified 3 processes at this
level that provide basis of control for the whole
system:
1. A Selection process for attaching the right
“letters” (genes) using chemical lock-and-key
combinations
2. A proofreading process for reading the most
recent letter, and removing it if incorrect
3. A corrective action process to rectify the errors
which are detected
1

QA & QC
• Delegating control decisions to the work
force yields important benefits in human
relations and in conduct of operations,
including:
• Shortening the feedback loop
• Providing the work force with a greater sense
of ownership of the operating processes
(empowerment)
• Liberating supervisors and managers to devote
more of their time to planning and
improvement
• Such delegation is feasible, but:
• Process Control decisions requires meeting
the criteria of “self-control”
• Product Control decisions requires meeting
the criteria for “self-inspection”
2

QA & QC
• The peak of the pyramid of control consists
of the “vital few” control subjects, which are
delegated to the various levels in the
managerial hierarchy (including the upper
managers)
• Managers should avoid getting deeply
into making decisions on quality control,
instead, they should:
• Make the vital few decisions
• Provide criteria to distinguish the vital few
decisions from the rest
• After that, they must delegate the rest (non-
vital few decisions) under a decision-making
process that provides the essential tools
and training
3

QA & QC
QUALITY CONTROL ASPECTS
• Quality Control Concepts: The Quality Control
methodology is built around concepts such as
the feedback loop, process capability, self-
control, etc.
• The Flow Diagram: planning for quality control
usually starts by mapping the flow of the
operating process using a “flow diagram”, which
helps the planning team understand the overall
operation as:
• Each team member is knowledgeable about his
segment of the process, but less so about other
segments and about the interrelationships
• It enable identification of control subjects around
which the feedback loops are to be built
• Control Stations: these are areas where quality
control takes place. In the lower levels of
organization, a control station is usually confined
to a limited physical area, but it can take such
forms as a patrol beat or a “control tower”. At
higher levels, these stations are dispersed as per
the scope of a manager’s responsibility

Focus on
Customers
Full Employee
Commitment
Strategic and
Systematic
Approach
Adherence to
Process
Fact-based
Decision
Making
Effective
Communication
Continual
improvement
Integrated
Systems
TQM 8 PRINCIPLES
Shewhart Juran Deming
TQM Certificate
Implement Audit

TQM 8 PRINCIPLES – CSF
CONTINUAL IMPROVEMENT
Manufacturing
&
SQC
• Must have a finite
set of features
• Less PDCA over
time (for same set
of features)
• Periodically new
features
Juran’s
Trilogy
• Plan for
improvement exist
• Plan details include
controls for
feedback and
process
enhancement
Management
&
Customers
• Customer feedback
is linked to strategic
improvement
• Employees show
self-improvement
directions
• The existence of
Process Imp.
Programs (PIPs)

FOCUS ON CUSTOMERS
Manufacturing
&
SQC
• Further analysis is
utilized to identify
Total Cost of
Ownership (TCO)
for finished
products
• Statistics are used
for wider
customer
satisfaction
context
Juran’s
Trilogy
• Plans and controls
are extended to
an outside-in
perspective
• Processes include
customer
experience and
waste impact on
TCO
Management
&
Customers
• New ways to
serve customers
are identified
across the
organization
levels
• Performance
reviews are linked
to customer
satisfaction

FULL EMPLOYEE COMMITMENT
Manufacturing
&
SQC
• Employees are fully
committed to reflect
back on their ways of
work
• New (better) tools
and methods are
used in production
over time
Juran’s
Trilogy
• Employees inputs are
captured in formal
Quality events
• Performance reviews
are effectively
maintained at all
levels
• Process design
reflects staff
involvement
Management
&
Customers
• Employees show self-
initiative towards
upholding
organizational
beliefs and
performing on core
values
• Employee reviews
reflect improved
awareness of quality
both in work and life

STRATEGIC AND SYSTEMATIC APPROACH
Manufacturing
&
SQC
• There appears a
higher
management focus
towards
manufacturing
excellence
• Improvement cycles
are further
structured to
include wider scope
of the production
process
Juran’s
Trilogy
• Strategic plans exist
for short- medium-
and long-term
quality
commitments
• Control systems are
well structured to
support strategic
initiatives and
process improves
Management
&
Customers
• The application of
PDCA clearly impact
strategic
development of all
systems
• There exist a clear
mapping of Value-
chains to customer
service systems and
feedback cycles

ADHERENCE TO PROCESS
Manufacturing
&
SQC
• Shewhart charts are
established through
the full production
process
• There appear a
clear direction to
streamline flows
across the factory
floor
Juran’s
Trilogy
• Documentation,
review and process
controls are
maintained at all
levels
• Commitment is
established towards
“Quality by Design”
Management
&
Customers
• There exist a formal
documentation for
ALL FOUR stages of
PDCA across the
business
• Staff adherence to
the process is
recognized and
awarded

FACT-BASED DECISION MAKING
Manufacturing
&
SQC
• Evidence and effect
are captured at all
levels of production
(Raw – Inputs –
Processing –
Outputs – Finished
Goods)
• Decisions are
upheld by
committee reviews
Juran’s
Trilogy
• Quality Control
outputs are focal to
planning and
strategic direction
• There is a clear
management
commitment
towards adopting
advanced analytical
controls
Management
&
Customers
• Standards are
adopted for
“Customer Voice”
initiatives and
seeking employee
inputs

EFFECTIVE COMMUNICATION
Manufacturing
&
SQC
• Communication is
streamlined across
the production
process and as per
the floor plans
• SQC resulted in the
suggestion of an
“Early Warning”
system
Juran’s
Trilogy
• Plans are cascaded
into quality and
process controls
• Communication
Plans support
process
improvement and
highlight quality as
a directive initiative
Management
&
Customers
• Communication is
well maintained
across Plan/Do and
Check/Act iterations
• Quality aspects are
highlighted in peer-
to-peer
communication as
well as down / up
channels

TQM ELEMENTS OVERVIEW
Ethics
Integrity Trust
Traini ng
Te amwork
Le ade rs hi p
Recognition
Communi cation

TQM ETHICS
• Ethics is the discipline concerned with
good vs. bad of a situation
• It is two-faceted subject guiding
organizational and individual behaviors
and decisions
• Organizational ethics are set in the
business code of conduct, which include
guidelines for all staff to adhere to while
performing the job
• Individual ethics are personal right and
wrong, and are derived from the core
values of the organization, the industry,
the community, the culture and the trade
• Ethics are the core foundation for quality
in the organization
In 1996, Howard Brown identified four perspectives
outlining how ethics are handled in business:
• (Brown-1) What is right is determined by absolute,
widely accepted standards embodied in shared
beliefs and assumptions that are independent of the
actor. This is usually related to universally recognized
laws and the aspects of individual respect to others
• (Brown-2) The intentions or motives of the actor
determine what is right. This means what help to
achieve them is considered good or right, while
whatever hinder them is wrong
• (Brown-3) The effects and consequences of the
actor actions or choices determine what is right. This
means ethics are dependent on the positive effect of
actions on those affected by them
• (Brown-4) What is right is determined by the
situation. This considers both intentions and
consequences, plus the context in which the actions
occur. This means a given action or choice could be
right for one person but wrong for another, which can
only be decided on case-by-case

TQM ETHICS
• (Brown-1) it involves doing the wrong thing or
failing to do the right thing
• (Brown-2) it indicates intentions to deceive,
cover up, hide, or excuse wrong conduct, or at
least failing to properly test for consequences
• (Brown-3) it produces the consequence of
wrong or the failure to do right
• (Brown-4) the situation calls for quality, but
the organization failed to produce quality
• It is considered “unwise business practice” due
to effect on reputation
• It has negative effect in the context of “total
cost of ownership” for the organization
products
• Principle: Doing the right thing the right way is
a standard excellence measure and is clearly
ethical. TQM also possess universally ethical
aspects (involvement of staff, independent
assurance of stakeholders’ satisfaction, etc.)
• Purpose: Intending to do the right thing the
right way is clearly ethical, and TQM defines,
achieves, and maintains what is right, thus
being the ultimate ethical imperative
• Consequence: The well-documented
consequences of consistently doing the right
thing the right way proves TQM to be a clear
ethical imperative
• Relativism; TQM is THE ethical imperative
from this perspective because it ensures
success in ALL circumstances of competitive
pressures, increasing demands, higher
standards and societal requirements, it is also
Why Poor Quality is Unethical Quality as an Ethical Imperative
TQM has become the normative, prescriptive approach to an ethical

TQM INTEGRITY
• Integrity implies honesty, morals,
values, fairness, and adherence to the
facts and sincerity
• It is among the most basic expectations
of all stakeholders (both internal or
external)
• People (especially customers) deserve
to receive it and see the opposite to be
duplicity
• TQM does not work AT ALL in an
atmosphere of duplicity (which implies
using different measures to control the
same output)
• Integrity stems from TQM ethical
practice and is part of the
organizational quality foundation
• Although perceived a cornerstone for TQM,
integrity is missing from the leading TQM
literature and is only discussed in recent
works
• EFQM defines Integrity as “the quality of
having a strong moral or ethical code that
includes values such as respect, fairness,
trustworthiness and honesty”
• In their book “Trust Me: Developing a
Leadership Style People Will Follow”,
published 2008, Ronald Potter and Wayne
Hastings wrote:
“Integrity is [..] found in a 'Trust Me' leader and
the concept is so compelling people naturally
want to follow leaders who have it. [..]
People are most willing to follow someone
they can trust. They want to know the
person will be straight with them, be
consistent, follow through with what they

TQM TRUST
• Trust fosters full participation of all
stakeholders, allows empowerment that
encourages pride ownership and encourages
commitment
• It allows decision making at appropriate levels
in the organization
• It fosters individual risk-taking for continuous
improvement
• It helps to ensure that measurements focus
on improvement of process
• It ensures measurements are not used to
contend people
• It is essential to ensure customer satisfaction
by building the cooperative environment for
TQM
• It is the outcome of performing the ethical
conduct with integrity, and is an essential
foundation element for TQM Framework
• In 1990, Crosby stated that Relationship Quality
(between a salesperson and his customer)
depends on two factors:
1. Trust in the salesperson
2. Satisfaction with the salesperson [product]
• In 1992, Christine Moorman defined trust as
the “willingness to rely on an exchange partner
in whom one has confidence”
• A “commitment-trust theory” was stated by
Morgan and Hunt in 1994 for of relationship
marketing states that “trust and commitment
are basic constructs in the theoretical
conceptualization of relationship quality”
Ethical conduct creates
Integrity and Trust as basis

TQM TRAINING
• Training is critical for productivity,
supervisors are assigned in their relative
departments and given the responsibility of
TQM training and adoption for their direct
staff
• TQM Training for employees include:
• Interpersonal skills
• Ability to function within teams
• Problem solving
• Decision making
• Job-specific management performance analysis
and improvement
• Business economics
• Technical skills (relative to their TQM role)
• Employees training during TQM formation is
key to make them effective for the company
Studies across Australian and UK factories and
public establishments showed that:
• Quality Management is an important driver
for enterprise training, and quality training is
among the most paying off training programs
• It has positive effects upon employee morale,
enterprise effectiveness and creates positive
orientation of employees towards their role
and organization
• It enhances performance by elevating
employee skills, especially when combined
with quality management practice
• Alignment of training skills and competencies
with strategic business direction adds direct
value to the training ROI

TQM TEAMWORK
• Teamwork is a key element for
TQM, as teams create quicker
and better solutions to problems
• They also provide more
permanent improvements in
processes and operations
• People feel more comfortable
bringing up problems when they
are working within teams, so they
can get help from each other to
find and implement solutions
There are three main types of teams in a
good TQM organization:
• Quality Improvement (or excellence) Team
(QIT): these teams are temporarily created
with the purpose of resolving recurring
problems by implementing a three to
twelve months improvement program(s)
• Problem Solving Team (PST): these are
temporary teams to solve certain problems
by identifying their causes and setup a way
to terminate it within one to twelve weeks
• Natural Work Team (NWT): these teams are
small groups of skilled workers who share
tasks and responsibilities and use
employee involvement, self-management
and quality circles to enhance performance
through one to two hours weekly sessions

TQM LEADERSHIP
• Leadership is the most important
element of TQM and requires an
inspiring vision and strategic
directions to work
• Subordinates need to understand
that vision and adopt the values
that guide their supervisors’
commitment in leading them
• Supervisors must understand TQM,
believe in it, and then demonstrate
their belief and commitment
through daily practice
• Supervisors make sure TQM values and goals
are transmitted down through the organization
to give focus, clarity and direction
• Commitment and personal involvement starts
from Top Management (who create and deploy
clear quality values and goals) then translate
through consistent company objectives across
systems, methods and performance measures
to achieve organizational goals
Training for Teamwork
under committed
Leadership are the blocks
that build TQM Foundation

TQM COMMUNICATION
• Communication is the binding framework
that holds together the elements for any
Management System
• TQM Elements, with the Quality
Management System (QMS) supporting
them, are all bound by strong
communication
• Communication is common understanding
of ideas between the sender and receiver on
both sides of a TQM channel
• TQM channels are defined between
organization members, suppliers, customers
and many internal and external stakeholders
• Supervisors must keep channels open and
monitor their employees sharing of the
correct information in a clear manner that
the receiver will interpret in the way
intended by TQM
Different ways of communication for TQM include:
• Downward Communication: This is the dominant
form of communication, where supervisors make
the employees clear about TQM through
presentations and workshops
• Upward Communication: The lower-level employees
provide suggestions to upper management within
TQM context (including insight and constructive
criticism). Supervisors must listen effectively and act
to resolve any situation affecting TQM, which
enhances the trust between them and their
employees. This also includes empowering
communication
• Sideways Communication: This communication is
important as it breaks down barriers between
departments and allows dealing with customers
and suppliers in a more professional manner
TQM implements a
Communication Plan

TQM RECOGNITION
• Recognition is the last and final element,
and the Critical Success Factor, for any
management system
• TQM requires recognition for both
suggestions and achievements of teams and
individuals throughout the organization
• Detecting and recognizing TQM contributors
is a supervisor key responsibility
• Recognition result hugely on self-esteem,
productivity, quality and the amount of
effort exhorted to the task by an employee,
especially when received immediately
afterwards
TQM suggests recognition in
many ways, places and times:
• Ways: Personal Letter from Top
Management, Award Banquets,
Plaques, Trophies, etc.
• Places: In front of departments,
Performance Boards, in front of
top management, etc.
• Time: In staff meetings, annual
or event ceremonies, etc.

PUTTING IT TOGETHER
• Having these eight elements right is key to ensure
success of TQM
• Supervisors play a huge part in developing these
elements across the workplace
• These elements support TQM implementers and ensure
their quest towards complete TQM adoption
• Without establishing these elements across the
organization, supervisors and employees become a
burden on the TQM Process
• Simply put:
“To have a successful TQM organization, lead by
example, train employees on quality, create a safe
environment to share knowledge, and give credit

eekly_Course_Quality_Management_Wrap_Up_PPT

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